ABSTRACT
This chapter explains the central concept of Active Listening, which is that the managers would not just listen to the core team's ideas. As long as their ideas and solutions did not violate any safety policies, customer or company policies or contractual obligations, then their improvement ideas must be implemented exactly as stated by this core team. The core team itself was responsible for deciding which shop floor ideas would or would not be implemented. The workforce morale rocketed upward, and availability targets were met at an even better rate. All of this improvement came as a result of Active Listening, the identification of the system constraint, and focusing the improvement efforts directly on it. New ideas came from everywhere, and most of them were implemented exactly as stated. The more overtime the maintenance workforce was mandated to work, the lower the morale became.
